(TIỂU LUẬN) ESSAY ON HUMAN RESOURCES COURSE SUBJECT roles of HR manager in motivating employees

TRƯỜNG ĐẠI HỌC KINH TẾ QUỐC DÂN
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ESSAY ON HUMAN RESOURCES COURSE
SUBJECT: Roles of HR manager in motivating employees

Name : Dang Ho Nhat Minh
Student ID: 11193382
Class: Human Resources Management 61
Supervisor: Mr. Nguyen Huy Trung

Hanoi, 2022


CONTENTS
INTRODUCTION………………………………………………………………….. 2
Reasons for choosing topic:…………………….. ………………………..……….... 2
Objectives of the study:…………………………………………………….…...…… 3
Research methods:………………………………………………………….....…..…. 3
Outline of topic :……………………………………………………………………... 3
Chapter1: Theoretical basis for motivating employees…………………………... 4
Chapter2: Some theories of
motivation……………………………………………………………………………. 6
Chapter 3: Risk Analysis of De-Motivated Employees in Organizations ……… 14
Chapter 4: HR manager responsibilities and duties of HR manager in motivating
employees.………………………………………………………………………....... 17
Chapter 5: Difficulties encountered when motivating
employees………………………………………………………….………………... 25
Chapter 6:Solutions …………………………………………………………......... 31
Conclusion…………………………………………………………………………...35
Preferences…………………………………………………………………………. 36

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Introduction
Topic: Roles of HR manager in motivating employees
Reasons for chosing topic:
The Human Resources sector has a very strategic role in organizations. Through their
activities, motivation can be encouraged and in such, increase the quality of life-work
balance for their employees. In the same way, the organizational climate can improve
and directly impact productivity.
The HR manager must understand that motivation is directly related to the
improvement of individual performance. This is how you will be able to work on this
aspect in a strategic way to leverage the results wished for by the organization.
How to do this? The answer lies in an action that promotes and protects the potential
of individuals. The purpose is to encourage creativity, self-confidence, autonomy and
initiative-- essential characteristics to meet the internal demands and streamline the
productive flow for work performance.
HR must also enable professionals to interact dynamically with productive and
personal processes, always considering their skills, qualities and personalities. Thus,
teamwork is encouraged so that the team builds strategies of principles, means and
ends to achieve organizational goals.
All these actions must be guided by the mission, vision and values of the company,
because it is from them that HR policies will be aligned with organizational strategies.
However, human capital should never be overlooked, because it is the main asset of
the company.
A positive work culture and a good organizational climate helps bring effective results
to a company. Using this strategy, it’s possible to increase employee productivity and
engagement, as well as create an environment conducive to innovation. However,
these benefits are only achieved with employee motivation and performance.

Realizing that importance, I decided to choose the above topic to study
Objectives of the study:
•

Understanding motivational theories
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•

Understand the importance of motivation in work

•

The importance of HR in the collective and in the company

•

HR manager responsibilities and duties and the involvement of HR

manager in motivating employees.
Research methods :
•

Sources of data : secondary data ( the internet )

•

Methods of collecting data : mostly available in the internet

Outline of topic :
•

Chapter1: Theoretical basis for motivating employees

•

Chapter2: Some theories of motivation

•

Chapter 3: Risk Analysis of De-Motivated Employees in

Organizations
•

Chapter 4: HR manager responsibilities and duties of HR manager

in motivating employees.
•

Chapter 5: Difficulties encountered when motivating employees

•

Chapter 6: Solutions

•

Chapter 7: Conclusion and Preferences

Chapter 1:  Theoretical basis for motivating employees
Motivation Theories
Motivation is a state of mind, filled with energy and enthusiasm, which drives a
person to work in a certain way to achieve desired goals. Motivation is a force that
pushes people to work with a high level of commitment and focus, even if things are
going against them. Motivation translates into a certain kind of human behavior.  In
short, motivation is the driving force behind human actions.
There are many different forces that guide and direct our motivations. It is important
to ensure that every team member in an organization is motivated and meets project
management bottomline. Various psychologists have studied human behavior and
have formalized their findings in the form of various motivational theories. These
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motivational theories provide insights into the way people behave and what motivates
them.  
Motivation theory is a way of looking at the motivation of a person and how this
influences their behavior, whether for personal or professional reasons. It's important
to every aspect of society but is especially relevant to business and management.
Motivation is the key to more profitable employees, as a motivated employee is more
productive.
Importance of Motivation in the Workplace
Motivation can emanate from with an employee with a passion and desire to work and
produce results. This kind of motivation is self-driven by an employee in order to
elevate his feelings to accomplish. However, in extrinsic motivation, an external factor
such as a reward is used to boost the employee’s moral and desire to work. As is a
normal case, employees work in exchange for compensation for their hard labour but
how far they go depends on how motivated they are. According to Perry and
Hondeghem (1999), the individuals desire to perform, and provide services to

customers, with the mandate to do good is enough factor to motivate. Performance at
work is related to the employees pay of which the employee may not have control of
that reward as it is external. Apart from rewards, there are other factors that are
external such as promotion at work, security of the job, salary increment that may give
meaning to employees motivation. Therefore, for organizations to continue existing
and retaining its workforce, they must keep on working on strategies that can help in
motivating its employees. Motivated employees have a sense of belonging and loyalty
to the organization and always work hard to be associated with the results of their
labour. Motivation have effect on employees as individuals to achieve and as well as
ability to be innovative because they believe in themselves which will benefit the
organization to succeed (Yang Jie, 2010). A motivated worker is easy to be retained
hence saving the organization finances of replacing workers, also it encourages
workers to always achieve more on daily productions as they are having a sense of
security of their work. Management will have time to attend to other important issues
because their motivated workforce can build teams that can help with the supervision
and production of work.
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Chapter 2: Some theories of motivation
Motivation is a huge field of study. Psychologists have proposed many different
theories of motivation. Some of the most famous motivational theories include the
following: 
1. Maslow’s Theory of Hierarchical Needs 
2. Hertzberg’s two-factor Theory
3. McClelland’s Theory of Needs 
4. Vroom’s Theory of Expectancy
5. McGregor’s Theory X and theory Y 
6. Alderfer’s ERG Theory

I. Maslow’s Theory of Hierarchical Needs 
Abraham Maslow postulated that a person will be motivated when all his needs are
fulfilled. People do not work for security or money, but they work to contribute and to
use their skills. He demonstrated this by creating a pyramid to show how people are
motivated and mentioned that ONE CANNOT ASCEND TO THE NEXT LEVEL
UNLESS LOWER-LEVEL NEEDS ARE FULFILLED. The lowest level needs in the
pyramid are basic needs and unless these lower-level needs are satisfied people do not
look at working toward satisfying the upper-level needs.  
Below is the hierarchy of needs: 
•

Physiological needs: are basic needs for survival such as air, sleep,

food, water, clothing, sex, and shelter. 
•

Safety needs: Protection from threats, deprivation, and other dangers

(e.g., health, secure employment, and property) 
•

Social (belongingness and love) needs: The need for association,

affiliation, friendship, and so on. 
•

Self-esteem needs:  The need for respect and recognition. 
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•

Self-actualization needs:  The opportunity for personal development,

learning, and fun/creative/challenging work.  Self-actualization is the
highest-level need to which a human being can aspire. 

The leader will have to understand at what level the team members
are currently, and seek out to help them to satisfy those specific needs and accordingly
work to help fulfil those needs. This will help the team members perform better and
move ahead with the project. Also, as their needs get fulfilled, the team members will
start performing, till the time they start thinking of fulfilling the next upper level of
need as mentioned in the pyramid. 
2. Hertzberg’s two-factor Theory
One of the first and best-known content theories to describe why people have
dissimilar needs at diverse times is Abraham Maslow’s needs hierarchy theory
discovered in the late 1943 and formulated in 1954. He revealed five basic classes of
human needs and positioned them in a hierarchy (Burtin K, 2012, Robins & Coulter
2012, Armstrong 2009, Luthans & Doh 2009 and McShane 2000). Maslow
hypothesized that everybody has five basic needs that create a need hierarchy. In
ascending order, starting with the simplest needs such as: Physiological needs – like
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water, food, sex, clothing, and shelter. Maslow opposed that an individual’s
determination to fulfill these biological needs is bigger than the ambition to satisfy
any other type of need. In the context of work motivation, these physiological needs
often are satisfied through the wages and salaries paid by the organization. Safety
needs - are wishes for security (i.e. protection from physical and emotional harm), as
well as assurance that physical needs will be met (stability), and absence of pain.

Organizations usually support personnel to satisfy these needs through safety
programs and equipment and by providing security through medical insurance,
unemployment and retirement plans, and related benefits. Social needs - a person’s
need for affection, belongingness, acceptance, and friendship. This want for
“belongingness” frequently is contented on the job over social collaboration within
work groups in which people give and receive friendship. Social needs can be satisfied
not only in officially dispensed work groups but also informal groups Esteem needs are desires for power and status. Individual need to feel vital and get recognition from
others. More importantly, receives promotions, awards, and feedback from the boss
that will lead to self-confidence, prestige, and self-important; and Self-actualization
needs - which represents the need for self-fulfillment – a sense that the person’s
potential has been achieved. In an organization, an individual may attain
selfactualization not over promotion but in its place by mastering his or her
environment and setting and achieving goals (Robins & Coulter 2012, Luthans & Doh
2009 and McShane 2000). However, Maslow’s 1954 model does not take account of
“money”, which suggest that he does not consider the need for money is essential. In
practice all the same, ‘money plays a part at every level of the model, which helps us
recognize how monetary reward functions as a means to an end, rather than an end in
itself’ (Mead & Andrews 2009).
3. McClelland’s Theory of Needs 
McClelland affirms that we all have three motivating drivers, which do not depend on
our gender or age. One of these drives will be dominant in our behaviour. The
dominant drive depends on our life experiences.  
The three motivators are: 
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•

Achievement: a need to accomplish and demonstrate own

competence. People with a high need for achievement prefer tasks that
provide for personal responsibility and results based on their own efforts.
 They also prefer quick acknowledgment of their progress. 
•

Affiliation: a need for love, belonging and social acceptance. People

with a high need for affiliation are motivated by being liked and accepted
by others.  They tend to participate in social gatherings and may be
uncomfortable with conflict. 
•

Power: a need for controlling own work or the work of others. People

with a high need for power desire situations in which they exercise power
and influence over others.  They aspire for positions with status and
authority and tend to be more concerned about their level of influence than
about effective work performance
He observed that diverse persons have dissimilar stages of these needs. A number of
them ‘have a greater need for achievement, others a stronger need for affiliation, and
still others a stronger need for power. Whereas one need may be central, though, this
does not mean that the others are nonexistent’. According to McClelland, these three
needs might be given ‘different priorities at different levels of management’.
Moreover, Achievement needs are mainly vital for achievement ‘in many junior and
middle management jobs where it is possible to feel directly responsibility for task
accomplishment’. However ‘in senior management positions a concern for
institutionalized as opposed to personal power becomes more important’. Therefore, a
strong need for attachment is not so important at any level.

4. Vroom’s Theory of Expectancy

Vroom V.H (1964, Stráníková 2008, William 2010 and Egbu n.d) formulated the
Expectancy theory. The theory endeavor to study the process of motivation. In order
to progress with the study, Vroom uses three variables: “Valence” “expectancy” and
“instrumentality”. Valence is the measure of an individual’s desire for certain results
and stands for value. It may be positive (desired outcome) or negative (unattractive
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outcome). Expectancy is the belief that the output will lead towards expected
performance. Instrumentality is the credence that after meeting the anticipated
performance, the desired reward will be received. According to Vroom’s formula, if
one of these three variables is zero, motivation is absent: Motivation = f (Valence x
Expectancy x Instrumentality). As valency stands for value, instrumentality the
belief that one action will lead to another, and expectancy is the likelihood that action
or effort will lead to an outcome.
As a result, the ‘strength of expectations’ may perhaps base on ‘past experiences
(reinforcement), but individuals are frequently presented with new situations – a
change in job, payment system, or working conditions imposed by management. In
these circumstances, motivation may be reduced. Motivation is only likely when a
clearly perceived and usable relationship exists between performance and outcome,
and the outcome is seen as a means of satisfying needs’. The key support of this
theory is that it takes a complete view of the motivational process and point out that
individuals will only act when they have a realistic expectancy that their behaviour
will lead to the desired outcome. (Armstrong 2009, Egbu n.d)
Bose (2004) elaborated on Vroom’s theory which, clarifies the relationship between
employee and organizational goals and; at the same time recognizes the differences
between work and motivation. Besides, this theory is consistent with the awareness
that a manager’s job is to design the supporting environment for performance to take
place by taking into account the various situations. So Vroom’s theory is to a certain
extent consistent with ‘management by objectives’ model. Schwind et al (2005)

narrated a true story that serves as a good example of how the expectancy theory can
be operationalized through the concept of ‘management by objectives’:
1 *A bank manager needs to hire a teller. She interviews many applicants and decides
on one who has the necessary abilities, skills, and traits. She gives the teller a through
briefing on what will be expected of him, and explains how his performance will be
measured. The teller also receives a job description that explains all the tasks he is
expected to fulfill, complete with performance standards, priorities, and
accountabilities (role clarity)

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The manager makes sure that for the first few days the trainee is working with an
experienced teller who guides him through the routines. The manager also does some
roleplaying with the trainee to make sure that he knows how to react when he
encounters any angry customer (thereby developing self-confidence). She also make it
very clear to him that she is always available if he needs any help, and that he can also
rely on the support of his colleagues in the branch (supervisory and peer support raises
self-confidence)
The manager explains to the new teller how the bank’s pay system works, and she
describes the performance appraisal system and the criteria that are used to assess a
teller’s performance. She also discusses the performance objectives with the teller and
agrees with him on some realistic goals and sets deadlines for their accomplishment.
During the discussion, she tries to find out what rewards are valued by the teller. If,
for example, it turns out that the teller is more interested in time off than in bonuses,
the manager will keep this in mind for reward purposes.
The main element in expectancy model is the role clarity, which affects the degree to
which employees apprehend their job, objectives, and their supervisor’s expectations
(Schwind et al 2005).

5. McGregor’s Theory X and theory Y 
Theory X and Theory Y were first explained by McGregor in his book, "The Human
Side of Enterprise," and they refer to two styles of management – authoritarian
(Theory X) and participative (Theory Y).
If you believe that your team members dislike their work and have little motivation,
then, according to McGregor, you'll likely use an authoritarian style of management.
This approach is very "hands-on" and usually involves micromanaging people's work
to ensure that it gets done properly. McGregor called this Theory X.
On the other hand, if you believe that your people take pride in their work and see it as
a challenge , then you'll more likely adopt a participative management style. Managers
who use this approach trust their people to take ownership of their work and do it
effectively by themselves. McGregor called this Theory Y.

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The approach that you take will have a significant impact on your ability to motivate
your team members. So, it's important to understand how your perceptions of what
motivates them can shape your management style.
We'll now take a more in-depth look at the two different theories, and discover how
and when they can be useful in the workplace.
Theory X
Theory X managers tend to take a pessimistic view of their people, and assume that
they are naturally unmotivated and dislike work.
Work in organizations that are managed like this can be repetitive, and people are
often motivated with a "carrot and stick" approach.
Performance appraisals  and remuneration  are usually based on tangible results, such
as sales figures or product output, and are used to control and "keep tabs" on staff.
This style of management assumes that workers:
•

Dislike their work.

•

Avoid responsibility and need constant direction.

•

Have to be controlled, forced and threatened to deliver work.

•

Need to be supervised at every step.

•

Have no incentive to work or ambition, and therefore need to be

enticed by rewards to achieve goals.
According to McGregor, organizations with a Theory X approach tend to have several
tiers of managers and supervisors to oversee and direct workers. Authority is rarely
delegated, and control remains firmly centralized.
Although Theory X management has largely fallen out of fashion in recent times, big
organizations may find that adopting it is unavoidable due to the sheer number of
people that they employ and the tight deadlines that they have to meet.
Theory Y
Theory Y managers have an optimistic opinion of their people, and they use a
decentralized, participative management style. This encourages a
more collaborative , trust-based  relationship between managers and their team

members.

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People have greater responsibility, and managers encourage them to develop their
skills and suggest improvements. Appraisals are regular but, unlike in Theory X
organizations, they are used to encourage open communication rather than to control
staff.
Theory Y organizations also give employees frequent opportunities for promotion.
This style of management assumes that workers are:
•

Happy to work on their own initiative.

•

More involved in decision making.

•

Self-motivated to complete their tasks.

•

Enjoy taking ownership  of their work.

•

Seek and accept responsibility, and need little direction.

•

View work as fulfilling and challenging.

•

Solve problems creatively and imaginatively.

Theory Y has become more popular among organizations. This reflects workers'
increasing desire for more meaningful careers  that provide them with more than just
money.
It's also viewed by McGregor as superior to Theory X, which, he says, reduces
workers to "cogs in a machine," and likely demotivates people in the long term.

6. Alderfer’s ERG Theory
C. P. Alderfer, an American psychologist, developed Maslow’s hierarchy of needs
into a theory of his own.  
His theory suggests that there are three groups of core needs: existence (E),
relatedness (R), and growth (G). These groups are aligned with Maslow’s levels of
physiological needs, social needs, and self-actualization needs, respectively. 
Existence needs concern our basic material requirements for living, which include
what Maslow categorized as physiological needs such as air, sleep, food, water,
clothing, sex and shelter and safety-related needs such as health, secure employment,
and property. 
Relatedness needs have to do with the importance of maintaining interpersonal
relationships. These needs are based in social interactions with others and are aligned
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with Maslow’s levels of love/belonging-related needs such as friendship, family and
sexual intimacy and esteem-related needs such as gaining the respect of others. 
Growth needs describe our intrinsic desire for personal development. These needs are
aligned with the other part of Maslow’s esteem-related needs such as self-esteem, selfconfidence, and achievement and self-actualization needs such as morality, creativity,
problem-solving and discovery. 
Alderfer is of the opinion that when a certain category of needs is not being met,
people will redouble their efforts to fulfil needs in a lower category. 
Maslow’s theory is very rigid and it assumes that the needs follow a specific and
orderly hierarchy and unless a lower-level need is satisfied, an individual cannot
proceed to the higher-level need i.e., an individual remains at a particular need level
until that need is satisfied. 
Whereas, according to Alderfer’s theory, if a higher-level need is aggravated, an
individual may revert to increase the satisfaction of a lower-level need. This is called
frustration-regression aspect of ERG theory. ERG theory is very flexible as Alderfer
perceived the needs as a range/variety instead of perceiving them as a hierarchy i.e.,
an individual can work on growth needs even if his existence or relatedness needs
remain unsatisfied.  
For e.g., when growth needs aggravate, then an individual might be motivated to
accomplish the relatedness need and if there are issues in accomplishing relatedness
needs, then he might be motivated by the existence needs. Hence in this manner,
frustration or aggravation can result in regression to a lower-level need. 
Another example could be, if someone’s self-esteem is suffering, he or she will invest
more effort in the relatedness category of needs. 
Implications of the ERG Theory 
All managers must understand that an employee has various needs that must be
satisfied at the same time. According to the ERG theory, if the manager focuses solely
on one need at a time, then this will not effectively motivate the employee. The
frustration-regression aspect of ERG Theory has an added effect on workplace
motivation. For e.g., if an employee is not provided with growth and advancement

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opportunities in an organization, then he or she might revert to related needs such as
socializing needs.  
To meet those socializing needs, if the environment or circumstances do not permit,
he might revert to the need for money to fulfill those socializing needs. By the time
the manager realizes and discovers this, they will take more immediate steps to fulfill
those needs which are frustrated until such time that the employee can again pursue
growth. 

Chapter 3: Risk Analysis of De-Motivated Employees in Organizations
Employees who lack motivation in the work places are a risk factor when it comes to
executing day to day operations of the business. Some employees are engaged in
company equipment and tools on a daily basis, some of which need maximum
attention and safety when using. So it is the responsibility of the organization to have
a well-balanced workforce of employees and their emotions as far as work issues are
concerned. theories of motivation
1. Operational Risks
Absenteeism: Van der Merwe and Miller (1988,) cite a definition used by the United
States Department of Labour which defines absenteeism as the failure of workers to
report on the job when they are scheduled to work. Regarding this definition, nonattendance such as vacation leave, military service, block release leave and suspension
do not qualify as absenteeism and should be completely excluded from the ensuing
absenteeism analysis process. Levy (2006, p.412) provides a more comprehensive
definition in describing absenteeism as the chronic or continued failure of the
employees to attend for duty, especially when the pattern of absenteeism suggests that
either the absence is avoidable, or that the employees failed in their duty to the
employer in accordance with their contract of employment or common law duty to
attend the place of work regularly and reliably. theories of motivation
• Poor quality work: In terms of quality outputs and results, disgruntled employees

will not perform at their best hence produce shoddy products or services that will not
be competitive in the market thereby costing an organization.
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• Toxic Work environment: Cordial and mutual relationship among employees will be
disrupted. Employee’s behaviour and attitudes will be affected since their moral is
down.
2. Personnel Risks
It is the desire of organization to keep their staff for longer periods of time.
Organisations spend a lot of money and time in training their employees. High staff
turnover due to unhappy employees will cost the organization of all the spent
resources. This will result in disruptions of organization’s operations as replacement
of staff will be needed as well as more costs of another training for new employees.
Strategic leadership is the critical point in achieving companies objectives. The
negative side of leaders can jeopardize the firm’s operations (Hogan and Hogan
2001).
3. Reputational Risks
Dissatisfaction: The morale of the entire office can be brought down when one
employee lacks motivation. Employees who are not satisfied with their job might
resort to quitting; therefore, this scenario should be avoided. The employees are to
perform to their abilities in order to satisfy their customers and to retain them all the
time. It is very easy for customers to spread word of mouth about a company that they
are not satisfied with its performance, and the information can be spread very rapidly
which can ruin the company’s reputation. Leadership is very vital because according
to Stankiewicz-Mroz (2015), change in human resources will be expected, as well as
re-evaluating the paradigms. A managerial skill will be needed to pull people together
for the reputation of the company.
4. Environmental Risks
Employees who are not happy with the organization will manifest their dissatisfaction

to the outside world. Customers are bound to experience unwelcoming acts of
aggression and bitterness emanating from unhappy employees. Poor customer service
will be the order of the day among employees which will end up tarnishing the name
of the business. A company is bound to even follow international regulations not only
it domestic laws (Darroux and Xixiang, 2013), even those that impact on the
environment. theories of motivation
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5. Health Risks
Employees who are not entirely happy at work can have health problems including
stress. Stress related illnesses will jeopardize wellness efforts in the work place of
keeping healthy employees. Stressed and de-motivated employees may cause
accidents at work when using machineries and other dangerous tools. Work stress and
other psychosocial factors are recognized worldwide as a major challenge to workers’
health and the health of organizations. All levels in the organization are be responsible
for the safety of risks in the company and help with avoidance of such risks (Tasmin
and Salehudin, 2016). theories of motivation
6. Financial Risks
Employees who are highly motivated will always put their best efforts in their work
and help the company to be productive. Production at work will bear more output in
which it will be able to generate much needed income. If employees are happy
absenteeism’s will be reduced thereby saving costs for their organisations. Taylor
(2009 and 2012) agree that financial crisis can be because of economic circumstances,
making it extremely difficult for business to operate. This then will extend to
difficulties in acquisitions. Again according to Peter and Daniel (2013), Political
influence, outside the context of deficit accommodation, can also provide
accommodation for specific fiscal policy initiatives.theories of motivation

Chapter 4: HR manager responsibilities and duties

Some General Roles of HR
HR manager plays a pivotal role to achieve organizational objectives. It is human
resource/work people who perform task and achieve company goals. So, human
resource is a must in an organization. To get the right number and right kind of
human resource at the right time of company need and to motivate, prepare and
develop the human resource to perform task, the person in charge of such job, i.e.,
human resource manager is no less important in an organization than human
resource at work. HR manager is a guide, philosopher, friend, path-finder, path
identifier, problem solver, competence maker of the human resource.
I.Role of HR Manager in an Organisation
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Role of HR Manager – Top 18 Pivotal Role to Achieve Organizational Objectives
HR manager plays a pivotal role to achieve organizational objectives. It is human
resource/work people who perform task and achieve company goals. So, human
resource is a must in an organization. To get the right number and right kind of
human resource at the right time of company need and to motivate, prepare and
develop the human resource to perform task, the person in charge of such job, i.e.,
human resource manager is no less important in an organization than human
resource at work. HR manager is a guide, philosopher, friend, path-finder, path
identifier, problem solver, competence maker of the human resource. Ulrich
(1997) has developed a model of multiple roles for HR professionals who focus
ranges from long-term strategic to short-term operational, and activities range from
managing processes (HR tools and systems) to managing people. Whatever the
role HR manager plays, it helps growth and development of the people at work and
organization as well.

II. Role of HR manager is discussed in brief as under:
1. Advisory Role:

One of the major roles of HR manager is, to advise the top management in the matter
relating to management and development of human resource, in order to achieve
organizational objects. Looking to the company’s vision, mission and long range
planning, HR executive advises the higher management to formulate appropriate HR
policies, procedures which may create a perceptible change in the minds of the
workers’ to help the transformational process of dynamism.
2. Pro-Acting Role:
HR manager ascertains the probable areas of conflict and differences between workers
and management, identifies the factors that may create problems in future, forecasts
the extent, quantum of loss that may occur and the department may suffer loss and
takes remedial measures beforehand by way of developing organizational culture,
climate, introducing system, mechanism, and does not leave any room to crop up
problems, grievances.
3.Welfare Role:
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HR executive looks to the welfare aspect of the employee’s viz., canteen, creche, restroom, hospital, transportation, housing accommodation, school, etc. His one of the
principal roles is to provide welfare facilities to the employees for their betterment and
well-being.
4.Developmental Role:
Development of workers for attaining company goals is made by the HR manager
through improvement of knowledge, skill, abilities, aptitude, attitude, value, beliefs
etc. A dynamic organization needs dynamic employees and transformation of
employee’s mind-set to the process of dynamism is possible only when all the
potential areas for growth and development are reinforced. HR manager takes all
possible measures for growth and development of employees through formulation of
HR policies in the matter of training, career planning and development, counselling
etc.

5.Mediator’s Role:
HR manager works as a link personality between trade unions and top management in
order to eliminate the differences of opinions cropped up in process of settlement of
disputes. He takes initiative to sort out problems through collective bargaining/
bipartite negotiation process.
6.Social Upliftment Role:
Organization is part and parcel of the society. As a societal member it has ethical and
moral obligation to contribute to the society for its growth and development by way of
taking necessary measures like creating and improving infrastructure, spreading
learning institutions, providing medical facilities, generating employment
opportunities. HR executive plays a vital role to give a proper shape in the formulation
of suitable HR policies for the people in the society
7.Counsellor’s Role:
Because of illiteracy and ignorance workers cannot take decision in their personal
problems and they need advice to sort out such problems, viz. education of children,
medical treatment, marital matter, family problems, etc. HR manager, as he comes

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close to the workers because of his nature of work, develops understanding between
them and advises, guides the workers in right direction.
8. Spokesperson Role:
HR executive works as a spokesperson of the company especially, in the matter of
depicting organization health, condition, strength etc. to the employees while
negotiating for settlement of industrial disputes. He also acts as a representative of the
workers when they are nonunionized/unorganized and cannot represent their case
properly to the top management. Under such circumstances HR manager places their
grievances, problems, demand to the top management for settlement/redressal.
9. Motivator’s Role:

One of the functions of HR manager is to motivate the employees to achieve their own
goals, as well as organizational goals HR manager performs such role by way of
introducing reward schemes. HR manager’s role of establishing mutual understanding,
mutual confidence and mutual trust helps to motivate the employees to excel in the
level of their performance.
10. Procurer’s Role:
HR manager helps to procure the right number and right kind of people at the right
time, to enable the company to run smoothly, effectively and efficiently and to
achieve its goals. He facilitates formulation of a dynamic recruitment policy, designs
and develops Test/Interview techniques, selection process, suiting individuals and
organization requirement in order to find out the right persons for the required jobs.
He makes a systematic, problem free procurement exercise when workers express
happiness, satisfaction and a state of contentment.
11. Change Agent Role:
In changing scenario, workers are required to change their attitudes, belief, perceptible
state, values to meet organization needs, requirement and expectation. In the age of
stiff competition organization can survive and develop only if the workers are
adaptive to change requirement. It is the HR executive who through establishment of
sound human relation convinces the workers about the necessity of changing attitude,
values to accept change role, as reinforced by introduction of OD programme, TQM
concept, quality circle etc.
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12. Maintenance Role:
HR manager plays a pivotal role to retain the dynamic, excellent, highly skilled
workers by providing attractive compensation package, introducing reward
management, career planning and development, welfare, fringe benefits and social
security schemes. Suitable policies are formulated, programmes are designed,
necessary measures are taken to implement schemes for growth and development of

employees, with and through the active efforts of the HR manager.
13. Disputes Prevention Role:
HR manager takes remedial measures-curative and prophylactic to redress and prevent
grievances, disputes in order to bring harmony and peace in an organization through
introducing, grievance handling machinery, collective bargaining process, rational
approaches to discipline management, quality of working life, participative concept
and the like.

14. Executive Role:
HR manager plays an important role to execute the policies, programmes, decisions.
Formulation and execution tasks are interwoven and equally important for
achievement of organizational goals. HR manager acts as an executor of the policy
decisions in the company, for smooth functioning and effectiveness of the
organization.
15. Decision Maker’s Role:
HR manager is the supreme person to make decisions in respect of management and
development of human resource. Organizational policies, programmes objectives
concerning human resource are formulated by him.
16. Coordinator’s Role:
HR executive coordinates the task of developing, interpreting of HR programmes,
policies which are put into operation by the line people, and develops a team spirit
amongst them.
17. Strategist Role:
HR manager helps to accomplish business strategy of the organization through
introducing and implementing HR strategies.
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18. Monitoring Role:
HR manager acts as regulator/monitor to ensure, that HR policies, procedures,

programmes, so formulated are monitored effectively to meet the objectives.
III.Role of HR Manager – Roles and Responsibilities
It is important for the HR manager to place his role on the same lines as that of the
organization. Within this environment, the HR professional has to be a strategic
partner, an employee advocate, and a change mentor to be able to survive the
changing environment. Depending on the size of the organization, an HR manager has
the responsibility of looking at all the functions that deal with the needs and activities
essential for people management. Some of roles and responsibilities are as follows:
1. Recruiting and hiring – It is a process of discovering sources of manpower and
employing effective measures for attracting that manpower in adequate numbers to
facilitate the selection of an efficient working force in an organization.
2. Training and development – These processes help in enhancing and enabling the
capacities of people to build their strengths and confidence in order for them to deliver
more effectively.
3. Competency development – Competency is a cluster of related knowledge, skills,
and attitude that affect a major part of one’s job. It can be improved by means of
training and development.
4. Organization development – It is an organization-wide effort to increase its
effectiveness and viability and move towards growth.
5. Communication – It is an activity that involves conveying meaningful information.
At all times, the HR must convey all relevant information to the employees.
6. Performance management – It focuses on improving the performance of the
organization, employees, and various other services.
7. Employee relations – This is a concept that works towards bettering the relations
among the employees, as well as between the employee and the management.
8. Coaching, mentoring, and counselling – It is a practice of supporting an
individual and helping him overcome all his issues in order to perform better.
9. Policy recommendation – Policy recommendations help to streamline
management practices and reduce employee grievances. For example, a manager who
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is more than 35 years and, who possesses a minimum experience of 7 years, is entitled
to receive the benefits stated in the company’s administrative manual.
10. Wages, salary, and compensation benefits – These benefits are provided to the
employees to keep them motivated towards their work and the organization.
11. Talent management and employee engagement – It is a management concept
that works towards retaining the talent by engaging the person in a way which would
further the organization’s interest.
12. Leadership development – This activity refers to enhancing the quality and
efficiency of a leader in an organization.
13. Team building – It focuses on bringing out the best in a team to ensure
development of an organization, and the ability to work together closely to achieve
goals.
14. Networking and partnering – It is also important to build relations with the
external stakeholders, including the customers and suppliers for better business. Role
of HR Manager – 3 Main Roles: As Business Partner, Employee Advocate and
Counsellor

IV.What is the role of HR in employee motivation and performance?
As a manager in a company, one of your primary responsibilities is to motivate your
employees to do their best work. There is no disputing the importance of employee
motivation; those who feel positive about their jobs are more engaged, a feeling which
often makes them more productive. A manager who tries to coerce employees to
“work harder” is lucky to achieve even short-term results. But one who can motivate
employees can see his business goals fulfilled – proving that there is direct
relationship between leadership and motivation.
The Human Resources sector has a very strategic role in organizations. Through their
activities, motivation can be encouraged and in such, increase the quality of life-work
balance for their employees. In the same way, the organizational climate can improve

and directly impact productivity.

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The HR manager must understand that motivation is directly related to the
improvement of individual performance. This is how you will be able to work on this
aspect in a strategic way to leverage the results wished for by the organization.
How to do this? The answer lies in an action that promotes and protects the potential
of individuals. The purpose is to encourage creativity, self-confidence, autonomy and
initiative-- essential characteristics to meet the internal demands and streamline the
productive flow for work performance.
HR must also enable professionals to interact dynamically with productive and
personal processes, always considering their skills, qualities and personalities. Thus,
teamwork is encouraged so that the team builds strategies of principles, means and
ends to achieve organizational goals.
All these actions must be guided by the mission, vision and values of the company,
because it is from them that HR policies will be aligned with organizational strategies.
However, human capital should never be overlooked, because it is the main asset of
the company
Understand What Motivates Each Employee
First, managers must take the time to learn what motivates their employees, America's
Job Exchange says. Assuming that everyone can be motivated by the same incentive is
a mistake because people are different. Some are motivated by money and benefits;
some are motivated by praise; and others are motivated by work-life balance
concessions. More employees than you think may be motivated by the so-called
“silent incentive”: Job security, which many people don't like discussing openly but
value highly.
The first step in motivating employees in management is assessing each employee's
work responsibilities and underlying motivations. An employee analysis requires you

to meet with each employee individually to discuss their work-related goals. Most
employees appreciate a manager's sincere interest in their lives.
.
Chapter 5 : Difficulties encountered when motivating employees
I. overview
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Since the emergence of globalization the need to motivate employees has become
prominent in management agendas. Managers nowadays are face with the challenge of
getting ‘highly performing’ employees in order to meet organizational goals. It is no
doubt that organizations are motivating their employees to get them to do what they
want them to do in order to gain competitive advantage over their competitors in the
market. Studies have showed that highly motivated employees that are productive and
creative/innovative can lead the organization to success through the achievement of its
desired results. Therefore, organization continued success will be largely dependent
on its ‘motivated employees’. As motivation is the self-directed behavior of a person
to do what will get him the desired result (felt need). Thus, a highly motivated
individual can always work assiduously to meet his/her performance objectives set by
the company. And can sometimes go the extra – mile to surpass his/her target. For that
reason, HR managers should endeavors to provide the enabling environment that will
allow employees to make use of their expertise. This practice might influence
employees to performance well and thereby minimize cost and maximize profit. Since
managing performance is a way of investigating what type of skills, attitude and
knowledge that employee needs to achieve the company goals.
For a greater understanding of motivation and performance many theories have
forwarded to explain the concept of motivation and performance management such as:
Maslow’s hierarchy of needs which, discovered five elementary level of human needs
and placed them in a chain of command such as Physiological needs, Safety needs,
Social needs, Esteem needs and Self-actualization needs. This theory explains how

people are motivated from the lower needs to the upper needs. Therefore, a
satisfaction of one need leads to the motive to satisfy another need and so on. This
process Maslow term as the ‘satisfaction progression processes’. However, Maslow
theory was unable to foretell employee needs and did not focus his theory on
monetary desire. Nevertheless, Alderfer’s ERG theory, tries to address the problem of
moving from one satisfier to another. For Alderfer when the upper need is not
satisfied (although the individual may be frustrated which, Alderfer referred to as ‘the
frustration regression processes’) the person can rescind to the lower need and
continues to enjoy the previous motivation. That is why he grouped his human needs
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